The abstract-seeming images here are not the result of some wacky Photoshopping. Jay Mark Johnson’s photos are actually incredibly precise. The reason they look like this is because he uses a slit camera that emphasizes time over space.

Self-managing structures are appearing everywhere, and get increasing attention in the media. They seem to be much more adaptative, agile, motivating than traditional pyramidal organizations, and they appear to achieve spectacular results. But is this a simple fad, or a new phenomenon destined to spread? And why are most people dismissive when you mention the possibility to run organizations “without a boss”?

By Adiel Gavish "What the industrial age has done is take life away from the planet and turn it into goods and services," Paul Hawken stated at the 2014 VERGE Conference in San Francisco this past December. The annual event put on by Joel Makower, a former Biomimicry 3.8 Board Member and GreenBiz.com brings corporations…

Evgeny Morozov: The taxi giant is sharing data as part of a charm offensive. But cities can, and must, find a better way

Anne Caspari's insight:

."..imagine if your city hall’s smartphone app could inform you of all the various non-Uber options at your disposal: you could travel part of the planned journey on a bike waiting for you at a stall around the corner, then hop on a minibus that would adjust its route based on the actual destinations of you and your fellow passengers, and walk the rest of your journey as the neighbourhood has a charming street market – which happens to be open today." this is intelligent systems design. Uber is a symptom that the old paradigm wants to change.

A new breed of tech startups is putting shared ownership front and center

Sooner or later, transforming a system of gross inequality and concentrated wealth will require more than isolated experiments at the fringes—it will require capturing that wealth and redirecting its flows. This recognition has been built into some of the most significant efforts under the banner of the so-called “new economy” movement. They’re often offline, but that makes them no less innovative.

There are many ways to own. Simply giving up on ownership, however, will mean that those who actually do own the tools that we rely on to share will control them. People who want an economy of genuine sharing are coming to recognize that they must embrace ownership—and, as they do, they’re changing what owning means altogether.

Anne Caspari's insight:

great article about the new forms of organisational collaboration and participation and the traps and errors that come with prototyping; in this particular article: sharing and/or owning.

Kids beg for iPhones. Connecting via text is still connecting. Just ask anyone.

Striking a balance between being alone and being part of a group—a team, a club, or an organization—seems to be the seesaw of life.

Rollo May once wrote, "Loneliness is such an omnipotent and painful threat to many persons that they have little conception of the positive values of solitude, and even at times are frightened by the prospect of being alone." So, we race to belong.

May began speaking of the paradoxes of being human nearly 60 years ago, yet his words seem to ring even more true today at a time when we need them most.

You see, we are all Abraham Maslow-ing these days. We yearn to belong and connect. Connecting with authenticity can be expressed in this emotional equation:

AUTHENTIC BELONGING= SELF-AWARENESS x COURAGE TO DISCONNECT

Anne Caspari's insight:

"My point is that COURAGE MATTERS NOW more than ever. Knowing how to trust your gut and pulling yourself from the fray or faking it is a difference-maker for humans. Nobody said it was easy to do.

Courage is not really required for connecting. We nearly automatically do it. And today the means of connecting seem to have multiplied. But courage is required for disconnecting."

As our technological and sociological realities change, so too do our jobs. But just what, exactly, will we be doing 15 years from now? Here are some completely unexpected jobs you've almost certainly never heard of—but likely will soon.

Anne Caspari's insight:

"A rewilder's job is to help hasten the recovery process of natural habitats that have been decimated by human activity," he says. "The work of a rewilder would draw heavily on distributed sensor technology."

Some of these are fun to think about but I reckon they are still on the conservative side. And some have existed for quite a while now: my job has been "rewilding" for over two and a half decades now. First with habitat reconstruction then within consciousness and the inside of people. I do like the title "rewilder".

In the second extract taken from the Introduction to This Changes Everything by Naomi Klein, the author calls the climate crisis a civilisational wake-up call to alter our economy, our lifestyles, now – before they get changed for us

To solve society's most pressing problems requires a system leader who can catalyze collective leadership. The purpose of this article is to share what we are learning about the system leaders needed to foster collective leadership. We hope to demystify what it means to be a system leader and to continue to grow as one. It is easy when we talk about exemplars like Mandela to reinforce a belief that these are special people, somehow walking on a higher plane than the rest of us. But we have had the honor to work with many “Mandelas,” and this experience has convinced us that they share core capabilities and that these can be developed. Although formal position and authority matter, we have watched people contribute as system leaders from many positions. As Ronald Heifetz has shown in his work on adaptive leadership,2these leaders shift the conditions through which others—especially those who have a problem—can learn collectively to make progress against it. Most of all, we have learned by watching the personal development of system leaders. This is not easy work, and those who progress have a particular commitment to their own learning and growth. Understanding the “gateways” through which they pass clarifies this commitment and why this is not the mysterious domain of a chosen few.

Anarchist anthropologist David Graeber follows up his magesterial Debt: The First 5000 Years with a slim, sprightly, acerbic attack on capitalism's love affair with bureaucracy, asking why the post-Soviet world has more paperwork, phone-trees and...

Dear Bonnitta Roy, I need your lights on the following issue: it is often said that post-modernism killed grand narratives yet post-post-modernism is about synthesis, integration and looks a bit like grand narratives … my own feeling with...

Anne Caspari's insight:

I have posted this before in a different context; I repost it since this response by Bonnitta Roy to Michael Bauwens is one of the most brilliantly given explanations of some of our most overlooked phenomena in our post modern world. this is important stuff and explains such a lot.

The place that travel writer Pico Iyer would most like to go? Nowhere. In a counterintuitive and lyrical meditation, Iyer takes a look at the incredible insight that comes with taking time for stillness.

The objective of the Integral Nepal Project (iNepal) is to develop a sustainable organizational and leadership approach using integral action research, contributing to the transformation of NGOs in Nepal. The Integral Nepal team involves Sushant Shrestha, Lisa Gibson, and Gail Hochachka, the first two of which have extensive experience working with NGOs in Kathmandu.

Currently, we are working with our partners, the Canadian NGO One Sky and a Nepali NGO called Sagarmatha Asahaya Sewa Sangh (SASS), an organization that empowers women and children as young as one year old who are rejected by their family because of socio-economic reasons and hence are deprived of basic needs for survival.

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